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Open Leadership: How Social Technology Can Transform the Way You Lead
An essential guide for leaders who want to use social media to be "open" while maintaining control
"Be Open, Be Transparent, Be Authentic" are the current leadership mantras-but companies often push back. Business is premised on the concept of control and yet the new world order demands openness-leaders do not know how to be open and be in control. This must-have resource will help the modern leader understand how to lead in the new open world-where blogging, twittering, facebooking, and digging are becoming the norm. the author lays out the steps that leaders must take to transform their organizations and themselves into being "open" -and exactly what that will mean. Shows how to use social media to become an open organization Offers basic advice for leaders who are adapting to the new era of openness in the marketplaceThe author Charlene Li is one of the foremost experts on social media and technologiesIn easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances.
"Be Open, Be Transparent, Be Authentic" are the current leadership mantras-but companies often push back. Business is premised on the concept of control and yet the new world order demands openness-leaders do not know how to be open and be in control. This must-have resource will help the modern leader understand how to lead in the new open world-where blogging, twittering, facebooking, and digging are becoming the norm. the author lays out the steps that leaders must take to transform their organizations and themselves into being "open" -and exactly what that will mean. Shows how to use social media to become an open organization Offers basic advice for leaders who are adapting to the new era of openness in the marketplaceThe author Charlene Li is one of the foremost experts on social media and technologiesIn easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances.
336 pages, Hardcover
First published January 1, 2010
32 people are currently reading
1035 people want to read
About the author
Charlene Li
21 books102 followersFor the past two decades, Charlene Li has been helping people see the future. She’s the author of six books, including her latest, The Disruption Mindset: Why Some Businesses Transform While Others Fail. She also wrote the New York Times bestseller Open Leadership and co-authored the critically-acclaimed book, Groundswell.
Charlene is also an entrepreneur, the Founder and Senior Fellow at Altimeter, an analyst firm acquired in 2015 by Prophet. With over 20 years of experience advising Fortune 500 companies, she is an expert in digital transformation and strategy, customer experience, and the future of work. Charlene also serves on the regional board for YPO, a global network of CEOs.
Charlene is a sought-after speaker and has appeared at events ranging from TED and the World Business Forum to SxSW. She has appeared on 60 Minutes and PBS NewsHour and is frequently quoted by news outlets like The Wall Street Journal, CNN, and The Associated Press.
Charlene was named one of the Most Creative People in business by Fast Company and one of the Top 50 Leadership Innovators by Inc., Charlene graduated magna cum laude from Harvard College and received her MBA from Harvard Business School. She lives in San Francisco.
Charlene is also an entrepreneur, the Founder and Senior Fellow at Altimeter, an analyst firm acquired in 2015 by Prophet. With over 20 years of experience advising Fortune 500 companies, she is an expert in digital transformation and strategy, customer experience, and the future of work. Charlene also serves on the regional board for YPO, a global network of CEOs.
Charlene is a sought-after speaker and has appeared at events ranging from TED and the World Business Forum to SxSW. She has appeared on 60 Minutes and PBS NewsHour and is frequently quoted by news outlets like The Wall Street Journal, CNN, and The Associated Press.
Charlene was named one of the Most Creative People in business by Fast Company and one of the Top 50 Leadership Innovators by Inc., Charlene graduated magna cum laude from Harvard College and received her MBA from Harvard Business School. She lives in San Francisco.
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Displaying 1 - 30 of 42 reviews
December 26, 2016
I added this as a required reading in a graduate Technology and Society class. In some ways, it was more about the 40-year-old "flat management" theories and models of leadership than the technology, per se, but did give many good examples of how both employers and employees using social media is changing the workplace.
September 10, 2011
It is a good book, valuable in the right situation, but gave it three stars because my own interest is more about the vision behind the technology. I really liked Groundswell which she wrote with Josh Bernoff. Open Leadership follows on by talking about the qualities that a leader would need to have, to lead an organization that will make use of social technology.
One of its strong points is that it speaks to managers, directors, and CXOs about management style. It makes a strong and unflinching appeal for executives to delegate, delegate, and delegate. The operative idea is to decentralize and give intelligent people on the edge the freedom to do things the way that the customer wants. She talks about the courage that this will take, but those who can muster this courage, will have rich rewards.
It is well written, clear and focused. Anyone who is trying to transform an organization from a "push" organization, to a "pull" organization, should get all of the executives to read this book. She does not talk much about the technology, but instead the leadership traits that are needed. Hope this helps in knowing whether you want to read it or not. I will, in any case, be on the lookout for her next book.
One of its strong points is that it speaks to managers, directors, and CXOs about management style. It makes a strong and unflinching appeal for executives to delegate, delegate, and delegate. The operative idea is to decentralize and give intelligent people on the edge the freedom to do things the way that the customer wants. She talks about the courage that this will take, but those who can muster this courage, will have rich rewards.
It is well written, clear and focused. Anyone who is trying to transform an organization from a "push" organization, to a "pull" organization, should get all of the executives to read this book. She does not talk much about the technology, but instead the leadership traits that are needed. Hope this helps in knowing whether you want to read it or not. I will, in any case, be on the lookout for her next book.
January 19, 2019
While parts of this book were a bit dry and not the most thrilling to read, I liked Li's inclusion of different anecdotes of what companies had done in the past to show transparency. With so many different policies, it was interesting to read case studies to see what past C-suite officers had done, and what management styles stuck or did not. My takeaways are that good leaders can trust their team members, and thus be open, with good communication, to help their teams reach the goals they set!
After reading this book, I am motivated to be impact-driven and to work with the leaders around me to continue in my corporate growth context.
After reading this book, I am motivated to be impact-driven and to work with the leaders around me to continue in my corporate growth context.
October 6, 2011
I recently finished reading Open Leadership by Charlene Li. I "stumbled" upon this book on a reading list for the University of Washington's Masters of Communication in Digital Technology program. I didn't know anything about the book, but the subtitle: "How Social Technology can Transform the Way You Lead," intrigued me. I've recently become a junkie for all things social.
Shortly after I started reading Open Leadership, I discovered that Charlene Li is an acknowledged industry leader in social technology, among other things, and is also the founder of the Altimeter Group, an advisory firm that specializes in helping companies utilize so-called "disruptive technologies."
Don't worry, I wasn't sure exactly what a disruptive technology was myself, so I looked it up. I am nothing if not a Google aficionado. Disruptive technologies are, roughly, technologies or innovations that "disrupt" existing practices by creating a new way of doing things or even a new "thing" to do. That is, they create a new market or value network. Social technology can be considered a disruptive technology in that it changes the way that businesses and individuals communicated (to a degree) and creates an entirely new activity altogether, you really can't say that "Facebooking" is comparable to talking on the phone or reading an email; it's something unique and new.
Whenever this kind of innovation comes a long, it can be difficult to embrace this new technology and to make the transition from the "old way" of doing things to the "new way." The Altimeter Group attempts to lubricate that transition.
Why did I just spend three paragraphs talking about disruptive technology? Really? Do I ever need an excuse to talk about something for three paragraphs?
But, in all seriousness, this difficulty was the catalyst for Open Leadership.
The term "open-leadership" itself refers to the style of leadership that values transparency, authenticity, and trust. If you are hearing a lot of "buzzing" from those words, don't adjust your audio; it just means that this is not a new idea. Social technology (via the popularity and ease of information sharing and the incredible connected-ness of the world) has played an important role in creating the market or desire for these "open" attributes.
As I said, social technology changed the business marketing and communication game in many ways. It changed the nature of the business-client relationship and that transition has been rough for many businesses. Open Leadership is a manual on helping your company or agency accept the inevitability of this changed game, take control of your destiny in it, and embrace the possibilities that it offers.
And I am not joking when I say it is a manual. The book is full of lists, tests, diagrams, worksheets, and auditing methods for you to (relatively) scientifically examine the "openness" of your organization. It also outlines the essential elements of an open leadership plan and walks you through the steps to creating and sustaining that plan. It is intensely practical edging on overwhelming at times.
With that in mind, this is not a book that I plan on shelving or giving away. It will stay close by (kind of inevitable as it's on my Kindle and my phone) for continued reference, partially because there are some really great tools inside and partially (mostly) because there are a lot of things that I didn't retain the first time through. Seriously, there are a lot of lists in this book...
Shortly after I started reading Open Leadership, I discovered that Charlene Li is an acknowledged industry leader in social technology, among other things, and is also the founder of the Altimeter Group, an advisory firm that specializes in helping companies utilize so-called "disruptive technologies."
Don't worry, I wasn't sure exactly what a disruptive technology was myself, so I looked it up. I am nothing if not a Google aficionado. Disruptive technologies are, roughly, technologies or innovations that "disrupt" existing practices by creating a new way of doing things or even a new "thing" to do. That is, they create a new market or value network. Social technology can be considered a disruptive technology in that it changes the way that businesses and individuals communicated (to a degree) and creates an entirely new activity altogether, you really can't say that "Facebooking" is comparable to talking on the phone or reading an email; it's something unique and new.
Whenever this kind of innovation comes a long, it can be difficult to embrace this new technology and to make the transition from the "old way" of doing things to the "new way." The Altimeter Group attempts to lubricate that transition.
Why did I just spend three paragraphs talking about disruptive technology? Really? Do I ever need an excuse to talk about something for three paragraphs?
But, in all seriousness, this difficulty was the catalyst for Open Leadership.
The term "open-leadership" itself refers to the style of leadership that values transparency, authenticity, and trust. If you are hearing a lot of "buzzing" from those words, don't adjust your audio; it just means that this is not a new idea. Social technology (via the popularity and ease of information sharing and the incredible connected-ness of the world) has played an important role in creating the market or desire for these "open" attributes.
As I said, social technology changed the business marketing and communication game in many ways. It changed the nature of the business-client relationship and that transition has been rough for many businesses. Open Leadership is a manual on helping your company or agency accept the inevitability of this changed game, take control of your destiny in it, and embrace the possibilities that it offers.
And I am not joking when I say it is a manual. The book is full of lists, tests, diagrams, worksheets, and auditing methods for you to (relatively) scientifically examine the "openness" of your organization. It also outlines the essential elements of an open leadership plan and walks you through the steps to creating and sustaining that plan. It is intensely practical edging on overwhelming at times.
With that in mind, this is not a book that I plan on shelving or giving away. It will stay close by (kind of inevitable as it's on my Kindle and my phone) for continued reference, partially because there are some really great tools inside and partially (mostly) because there are a lot of things that I didn't retain the first time through. Seriously, there are a lot of lists in this book...
September 19, 2010
e first thing to understand about Charlene Li’s smart new book “Open Leadership” is that this is not a call to arms for top management to deploy a loosey-goosey, feel-good strategy of giving up complete control of your management structure. Nor is it yet another business book about effective corporate leadership techniques.
Instead, Open Leadership: How Social Technology Can Transform the Way You Lead is about how to reinvent companies (as they must be) for the age of social media. It’s filled with smart, practical strategic advice — not only for company CEOs but for middle managers, social marketers and change-makers at all levels of an organization — about how to set out a vision, how to overcome internal barriers and how to navigate a brand through these turbulent waters.
Like “Groundswell” before it, “Open Leadership” (336 pages) brims with anecdotes and real-word examples of how companies are making the transition to the conversational era. (The publication date is May 24; Charlene gave me an advance copy of the book at SxSW.)
Charlene lays out her premise early on: That businesses require its executives to adopt an “open leadership” style of management in place of the command-and-control paradigm in place at most large companies. “Face it — you’re not in control and probably never really were,” she writes. “You need to let go of the need to be in control.” As she explains, you aren’t really giving up control — “you are shifting it to someone else that you have confidence in.”
In other words, openness (and letting go) is just the first step in Open Leadership. But it needs to be matched by an equal commitment to provide a structured, integrated framework in which an openness strategy can succeed.
The book begins with the telling example of United Airlines’ boneheaded reaction to a customers’ complaint about its baggage handlers damaging his guitar. (I recently interviewed musician Dave Carroll about it and will post it here soon.) The resulting negative publicity spawned by Dave’s United Breaks Guitars series on YouTube surely cost the airline millions and a damaged reputation that has not yet been repaired.
While those of us who run social media agencies will no doubt be familiar with much of the terrain Charlene covers throughout — Dell’s IdeaStorm, Best Buy, Starbucks, Comcast, Motrin Moms — every reader should come away with at least a handful of stories that provide tangible evidence of the transformative effects of social media and open leadership across departments — customer support, product development, marketing, PR, HR — and across sectors.
Charlene gets down in the weeds in the section mapping out “New metrics for new relationships,” including measurements on calculating “the New Customer Lifetime Value,” which goes well beyond looking at just the ROI of a campaign. She cautions against “dashboard delirium” syndrome, where companies measure KPIs (key performance indicators) just because they can.
The book is filled with such smart, no-nonsense actionable insights. So if your company is still not very clueful about the social media revolution’s effects on business, buy a copy for your boss.
Instead, Open Leadership: How Social Technology Can Transform the Way You Lead is about how to reinvent companies (as they must be) for the age of social media. It’s filled with smart, practical strategic advice — not only for company CEOs but for middle managers, social marketers and change-makers at all levels of an organization — about how to set out a vision, how to overcome internal barriers and how to navigate a brand through these turbulent waters.
Like “Groundswell” before it, “Open Leadership” (336 pages) brims with anecdotes and real-word examples of how companies are making the transition to the conversational era. (The publication date is May 24; Charlene gave me an advance copy of the book at SxSW.)
Charlene lays out her premise early on: That businesses require its executives to adopt an “open leadership” style of management in place of the command-and-control paradigm in place at most large companies. “Face it — you’re not in control and probably never really were,” she writes. “You need to let go of the need to be in control.” As she explains, you aren’t really giving up control — “you are shifting it to someone else that you have confidence in.”
In other words, openness (and letting go) is just the first step in Open Leadership. But it needs to be matched by an equal commitment to provide a structured, integrated framework in which an openness strategy can succeed.
The book begins with the telling example of United Airlines’ boneheaded reaction to a customers’ complaint about its baggage handlers damaging his guitar. (I recently interviewed musician Dave Carroll about it and will post it here soon.) The resulting negative publicity spawned by Dave’s United Breaks Guitars series on YouTube surely cost the airline millions and a damaged reputation that has not yet been repaired.
While those of us who run social media agencies will no doubt be familiar with much of the terrain Charlene covers throughout — Dell’s IdeaStorm, Best Buy, Starbucks, Comcast, Motrin Moms — every reader should come away with at least a handful of stories that provide tangible evidence of the transformative effects of social media and open leadership across departments — customer support, product development, marketing, PR, HR — and across sectors.
Charlene gets down in the weeds in the section mapping out “New metrics for new relationships,” including measurements on calculating “the New Customer Lifetime Value,” which goes well beyond looking at just the ROI of a campaign. She cautions against “dashboard delirium” syndrome, where companies measure KPIs (key performance indicators) just because they can.
The book is filled with such smart, no-nonsense actionable insights. So if your company is still not very clueful about the social media revolution’s effects on business, buy a copy for your boss.
June 17, 2011
Charlene LiIn this follow-up to Charlene Li and Josh Bernoff’s “Groundswell: Winning in a World Transformed by Social Technologies,” Li takes an even broader look at social media’s implications. Where “Groundswell” defined social media activity as a trend in which people use technology to get what they need from each other rather than from companies, this new volume outlines the ways in which concepts of leadership, company culture and organizational models are evolving to fit the new “open” environment created by the rise of social media. Thanks to the social media groundswell, customers and employees expect companies to open up and give them more power than they have ever had before.
Fans of Li’s earlier volume will be pleased to find that “Open Leadership” is told in the same engaging, readable style, filled with case studies that illustrate key concepts in memorable ways. The book also makes the same kind of precise, pragmatic argument that “Groundswell” did — rather than simply advocating the virtues of the new “openness,” Li takes a close look at various areas in which companies can be open, and invites readers to assess whether or not it is appropriate for their organizations to be more or less open than they currently are in each.
Parts I and II of the book define the concept of openness and provide a method for creating an open strategy for any organization. Part III takes a close look at what it means to actually be an open leader — Li details traits and mindsets involved (including optimism, curiosity, humility, and collaboration), and four leadership archetypes to help you evaluate the degree of openness you and your colleagues currently demonstrate.
For PR pros, this book offers valuable insights towards developing your leadership style, helping your company adapt to the new open environment, and understanding the broader implications of social media.
February 19, 2017
How do you lead effectively in a world that is extremely connected and where ideas flow fast and with passion between individuals? How do you manage control in an era where grievances about your business are broadcast the moment they're experienced? Business leaders will get their answers reading this book. Moreover, I think the ideas in this book are beyond the scope of business and leadership; They are pointers for being an effective Open entity in today's world.
Companies like to think of themselves as "open, transparent and authentic," without actually doing the hard work that is required to accomplish that. Charlene Li, a Social Media expert and the author of this book, contends that it takes a lot of rigor and discipline to be "open, transparent and authentic." She argues that it takes a well thought-out plan, commitment and resilience to live up those ideals.
The anecdotal narratives provided in this book are very interesting and draw conclusions that support Li's guidelines for openness. The stories heavily emphasize the importance of the feedback loop between a company and its clients. Allowing the client to set the level of trust required in the relationship is a paramount shift in the way we thought of trust and its place in business.
When United Airlines broke a guitar, they were awakened rather abruptly by their client who felt that he wasn't being treated properly and that United broke not only his guitar, but also the unspoken, unidentified trust code it had with him.
What happened to United was unfortunate but not uncommon. Entities that resist the state of openness of our world are either left behind or, like United, are burnt by their unwillingness to participate.
To remain relevant and thrive by today's standards, you need to apply these principles to yourself, relationships and businesses. It's that good.
Companies like to think of themselves as "open, transparent and authentic," without actually doing the hard work that is required to accomplish that. Charlene Li, a Social Media expert and the author of this book, contends that it takes a lot of rigor and discipline to be "open, transparent and authentic." She argues that it takes a well thought-out plan, commitment and resilience to live up those ideals.
The anecdotal narratives provided in this book are very interesting and draw conclusions that support Li's guidelines for openness. The stories heavily emphasize the importance of the feedback loop between a company and its clients. Allowing the client to set the level of trust required in the relationship is a paramount shift in the way we thought of trust and its place in business.
When United Airlines broke a guitar, they were awakened rather abruptly by their client who felt that he wasn't being treated properly and that United broke not only his guitar, but also the unspoken, unidentified trust code it had with him.
What happened to United was unfortunate but not uncommon. Entities that resist the state of openness of our world are either left behind or, like United, are burnt by their unwillingness to participate.
To remain relevant and thrive by today's standards, you need to apply these principles to yourself, relationships and businesses. It's that good.
May 9, 2015
Open Leadership: How Social Technology Can Transform the Way You Lead is a great look at how technology is changing how transparent leadership needs to be to survive in this day and age. It looks at how open your organization is and what areas can you open to the public/employees. Realistically somethings cannot be open. If you have a public company there are things you will not share.
Showing how to become a more open leader, is an important part of this book. Learning to create a place where the customers/employees create things with guidelines and boundaries that give them a place to react quickly to input and changes in the environment.
I listened to this on audio book and I wish they had found a woman to narrate the book. The information is still good but discussing who you are as a mother and it is a man reading it seems just off in tone.
I am disappointed in the website. It says that the quizzes at the end of chapters are available online and they are not available right now. It says they are coming soon but this book was released in 2011. I think you had time to get these items up there. Listening to the audio book makes taking the quizzes in the car hard.
This book helped me understand the changes that companies have been working on to place themselves online and why anyone wanting to grow should ensure their online presence is well covered.
Showing how to become a more open leader, is an important part of this book. Learning to create a place where the customers/employees create things with guidelines and boundaries that give them a place to react quickly to input and changes in the environment.
I listened to this on audio book and I wish they had found a woman to narrate the book. The information is still good but discussing who you are as a mother and it is a man reading it seems just off in tone.
I am disappointed in the website. It says that the quizzes at the end of chapters are available online and they are not available right now. It says they are coming soon but this book was released in 2011. I think you had time to get these items up there. Listening to the audio book makes taking the quizzes in the car hard.
This book helped me understand the changes that companies have been working on to place themselves online and why anyone wanting to grow should ensure their online presence is well covered.
November 30, 2016
When most of the current CEOs of large established companies were in college or getting their MBAs, social media had not been invented. Heck, in some cases, the Internet had not even been in play. Just as most of us could never imagine a business model that did not have the Internet as part of its DNA, surely in the near future (I'm talking later this week!), I predict it will be impossible for any viable business to not have social media at its core. And that's the message Charlene Li makes in her book, Open Leadership, and so much more. She explains, using real world examples, how leaders have to give up control to be more open, while also being rigorous and intentional about guiding the process of engaging employees, customers, and various stakeholders in the dialog about the company in the marketplace. She explains how letting go of the reins, while still riding this social media horse with a guiding strategy, balances the risk and opportunity that this medium presents. Open Leadership was written for leaders who can think strategically and act tactically. It's the sort of book that executive teams should read and discuss at a retreat--sooner rather than later.
November 12, 2018
Charlene Li is a leading expert in social media and thought-leadership, founder of the Altimeter Group and co-author of best-selling book, Groundswell. In 2006, Charlene was hired to rescue the American Red Cross from escalating criticism about their response to Hurricane Katrina.
This book begins with the story of how Charlene enabled the Red Cross to turn things round by being open and engaging with their people using social media. She demonstrates how greater transparency and authenticity can bring significant benefits to organisations and how leaders can overcome their gut-wrenching fear of the tremendous risks involved.
‘As your customers and employees become more adept at using social and emerging technologies, they will push to be more open, urging you to let go in ways you may not be comfortable with. Your natural inclination may be to fight it, to see it as a fad that you hope will fade away. It won’t.’
A thought provoking book for leaders who want to thrive in a world where openness is the new norm.
This book begins with the story of how Charlene enabled the Red Cross to turn things round by being open and engaging with their people using social media. She demonstrates how greater transparency and authenticity can bring significant benefits to organisations and how leaders can overcome their gut-wrenching fear of the tremendous risks involved.
‘As your customers and employees become more adept at using social and emerging technologies, they will push to be more open, urging you to let go in ways you may not be comfortable with. Your natural inclination may be to fight it, to see it as a fad that you hope will fade away. It won’t.’
A thought provoking book for leaders who want to thrive in a world where openness is the new norm.
February 6, 2011
Again, Charlene Li shares a great vision about how smart organizations should work on this Century.
She puts the benefits of being open in a clear way, even if the explanations about measuring ROI are a bit indirect.
Talking about innovation without being open will look like BS after reading this book. Innovation and opennes are definetely best friends.
The last part of the book is a bit repetitive, but it's really worth to pay attention to the pages dedicated to the analysis of a "good failer organization". Failing fast, if you do learn with it, is not a bad thing. The other option is to follow others... (not so innovative, right?)
She puts the benefits of being open in a clear way, even if the explanations about measuring ROI are a bit indirect.
Talking about innovation without being open will look like BS after reading this book. Innovation and opennes are definetely best friends.
The last part of the book is a bit repetitive, but it's really worth to pay attention to the pages dedicated to the analysis of a "good failer organization". Failing fast, if you do learn with it, is not a bad thing. The other option is to follow others... (not so innovative, right?)
July 25, 2011
Charlene Li has followed her bestselling Groundswell with a fantastic call to action for the modern organization. Her ability to weave case studies from Dell, Cisco, Best Buy, and State Bank of India into a clear prescription for transforming to an Open culture was very intriguing. The concepts of empowering a small group of Influencers, using the Engagment Pyramid to measure success, and beginning a product strategy blog to begin a conversation with users are tactics that I have already put into motion. A must read in a distributed, social web world.
April 25, 2012
A good book for senior leadership struggling with how social media impacts their business. I really like the way Charlene calls attention to the fact that open leadership doesn't mean anarchy, in fact it is just the opposite. Open leadership works best when there are clear ground rules or guidelines that everyone is aware of. The challenge of open leadership is that there needs to be strong communication. Employees need to understand mission/strategy, need clearly defined roles and responsibilities, in order to succeed.
September 12, 2014
I read this book with the goal of understanding more about social media and its place in the workplace. Charlene Li offers a systematic approach to "open leadership" with a focus on how social media technologies enable information sharing both inside and outside organizations. The book contains a number of action plans, self-assessments, and case studies. It was a struggle for me to read through to the end though, perhaps because I work for a small company, and this book is geared for large organizations.
August 6, 2010
I liked this book. It's a whole new way of thinking. I know there are a lot of people not there, and may never go there. It is a different way of thinking, and if people are successful in the positions they currently hold, they often resist the ideas of this book (why fix it if it ain't broke). I think listening to people and attempting to get authentic voice is the way to a successful organization.
Read
March 6, 2011Phrases like "giving up control" and "transparency" are addressed. I liked that she was not attempting to apply these ideas as a blanket to any organization under any circumstance, but rather describes it in terms of levels or volumes (my interpretation). Chapters 7 & 8 probably the most applicable for leaders in a military organization as she describes the traits of what she describes is an 'open' leader (Optimism, curiosity, humility, etc).
November 13, 2010
As a marketer and social media communication advocate, this is the type of book I want to wallpaper my brain with. Not only does is provide great advice on how to develop a strategic "open leadership" work culture, but it also offers great case studies on companies that are doing it successfully and not so successfully.
December 23, 2012
tend to overvalue what easily measured and undervalue what difficult to measure, transparent, authentic, most difficult to change are most successful, skeptic optimist, individual collaborator, not inclined to collaborate, coach ref, humility of openess, arrogance of closed, trust sincere competent reliable, min what went wrong more to better.
Currently reading
November 12, 2010This book is really making me rethink the nature of leadership in business. It also applies to non-profits. The collaborative nature of the younger generation coming into the workforce almost guarantees a challenge to closed leadership.
February 22, 2011
No mundo conectado as pessoas e as organizações inevitavelmente demandarão Transparência. O livro aborda como implementar uma Liderança Aberta através das redes sociais.
Ótimo para continuar a leitura iniciana em Empresas 2.0!
Ótimo para continuar a leitura iniciana em Empresas 2.0!
July 8, 2013
This book is very useful for anyone who would like to implement social media or online engagement opportunities but can't because senior management is against the idea. It offers a useful framework to help overcome potential fears that might exist.
February 22, 2011
Helpful view of social media and leadership. A bit more geared towards large companies, but still valuable for all who lead and are willing to step into the new age of collaboration and openness.
February 16, 2011
I would have liked more examples and more data. Yet the book was still useful (eg the section on social covenants/policies).
March 7, 2011
Engaging and entertaining. Informative, good best practices.
Read
January 23, 2011Strategic Research :: Fall 2010
May 24, 2011
Enjoying this book... full review to come.
May 30, 2011
企業はなぜソーシャルメディアを使わなければならないか。
オープンにしなくていい企業は数少なく、たとえばapple。
オープンにしない言い訳で「apple」がしていないから、
自社もしないんだという企業は、appleほど卓越したデザイナーと、
ビジョナリーな経営者がいる必要があることを知る必要がある。
なぜFacebookを使う必要があるのかの説明に使える。
オープンにしなくていい企業は数少なく、たとえばapple。
オープンにしない言い訳で「apple」がしていないから、
自社もしないんだという企業は、appleほど卓越したデザイナーと、
ビジョナリーな経営者がいる必要があることを知る必要がある。
なぜFacebookを使う必要があるのかの説明に使える。
July 16, 2011
企業がオープン戦略を行っていく上で準備するべき事や、懸念事項としてあげておくべきことなど、とても具体的に書いてある。企業の担当者は読むべき本だと思う。
・失敗は起こってしまう事なので、起こってしまた時にどう対応するのか考えておくことが必要ということや、オープン戦略を進めるリーダーに必要な資質など、とても参考になる良書です。
・失敗は起こってしまう事なので、起こってしまた時にどう対応するのか考えておくことが必要ということや、オープン戦略を進めるリーダーに必要な資質など、とても参考になる良書です。
October 31, 2011
A good book, nothing new that is not common sense to those of us in the work force. Would be great for management to read and actually follow, but we all know this will not happen :)
January 23, 2012
Good case studies throughout.
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